Enhancing Leadership and Organization for Farmers' Market Success

Agribusiness, Marketing,

What Gives Cooperatives a Bad Name?

Agribusiness,

Bankruptcy of a Supply Cooperative: The Case of Agway, Inc.

Agribusiness,

THE USE OF DISCRIMINANT ANALYSIS IN MEASURING COOPERATIVE GROWTH FACTORS

Vermont agricultural cooperatives were surveyed to investigate key factors contributing to cooperative success. Most of the cooperatives were formed within the last 15 years. Financial, organizational, and operational data were collected for selected years from 1974-1984. Average annual changes in gross sales were used to divide cooperatives into low-growth and high-growth groups. Selected variables were identified to classify individual cooperatives into low- or high-performance groups with discriminant analysis. Management experience and adoption of multi-year plans were the two factors found to have the most significant influence on cooperative sales growth.Agribusiness,

Serving Member Interests in Changing Markets: A Case Study of Pro-Fac Cooperative

Since the inception of Pro-Fac Cooperative (PF) in 1960, the cooperative has undergone significant structural and organizational changes. The PF case presents a unique opportunity to examine the changes in the processed fruit and vegetable industry and the strategies adopted by a producer-owned cooperative to best represent member interests in the face of the industry structural changes over the past fifty years. PF is an agricultural cooperative that markets crops primarily grown by its member-growers, including fruits (cherries, apples, blueberries, and peaches), vegetables (snap beans, beets, peas, sweet corn, carrots, cabbage, squash, asparagus and potatoes), and popcorn. Members are located principally in the states of New York, Delaware, Pennsylvania, Michigan, Washington, Oregon, Iowa, Nebraska, Florida, and Illinois. PF‟s history can be generally broken down into three distinct time periods, each representing a significant phase of restructuring. Particular attention is given to the decision to enter into the most recent and current phase of operations. Adequate financing of operations and value-added enterprises were dominant foci over all three periods and each phase involved a different approach. A variety of strategies were also used to enhance the market security for products produced by members. Initially, PF was formed to help preserve the fruit and vegetable processing industry in New York State. At that time, owning the processing facilities was a logical strategy. The development of alternative cooperative structures is often pursued to ameliorate financial constraints, while attempting to maintain member control. The evolution and restructuring of the PF cooperative can also be described using an ownership control rights typology framework (Chaddad and Cook 2004). Drawing from the property rights and incomplete contracts theories of the firm, Chaddad and Cook argue that alternative cooperative models differ in how ownership rights are defined and assigned to the agents of the firm, i.e., members, patrons, managers, and investors. In the current phase, investors acquired ownership rights in a separate legal entity that is partly owned by the cooperative, i.e. a cooperative with capital seeking entities (Chaddad and Cook 2004). As time progressed and economic conditions changed, PF members were not able to adequately capitalize value-added operations. An arrangement was struck with a private equity firm to provide a needed infusion of capital. The case examines to decision made by the board of directors to enter into this agreement. PF has increased its capacity to serve as a preferred supplier to those firms that can afford owning and operating plants while divesting its majority, ownership position in processing assets.Agricultural cooperatives, fruit and vegetable processing, private equity firms, boards of directors, financing., Agribusiness, Community/Rural/Urban Development, Crop Production/Industries,

Hello Bordello: Transformative Learning through Contesting the Master Narrative of the Cathouse

Miss Laura’s Social Club is a restored Victorian brothel that serves as the visitors’ center for Fort Smith, Arkansas. Miss Laura’s reflects the values and power structures of the community in which it exists reinforcing the dominance of privileged white males. This qualitative study analyzed the results of three previous studies about Miss Laura’s—a case study, a social science portraiture study, and an embedded thematic analysis. The primary research question was What is the master narrative of Miss Laura’s Social Club? The original case study consisted of semi-structured interviews with three docents and 16 visitors to the site, four site visits, and a textual analysis of online marketing materials. Using emergent coding the researchers developed three key areas in which they critiqued and contested the narrative of Miss Laura’s: (1) the madams were depicted as feminist figures; (2) the prostitutes were depicted using “Cinderella” imagery; and (3) the narrative explicitly excluded the stories of those who were not privileged and white. Discussion points included the conflict inherent in Miss Laura’s dual roles as a marketing tool and as a museum, the transformative learning the researchers experienced, and the responsibilities of adult educators and museum staff to represent marginalized voices

New Cooperative Development Issues

This article briefly reviews the increased interest in new cooperative development, factors for successful cooperative development, and strategies to improve the performance of new and emerging cooperatives. The article highlights issues identified by a panel of cooperative leaders, USDA specialists and academic expertsCooperatives, New Cooperatives, Developing Cooperatives, Agribusiness, P13, L22, L43,

Enhancing Leadership and Organization for Farmers' Market Success

A number of Farmers' Market leaders approached the authors of this publication prior to its development requesting assistance with various issues pertaining to Farmers Market leadership and development. At a similar time, the Farmers' Market Federation of New York State in collaboration with New York State Department of Agriculture and Markets developed their annual Farmers Market Information Days workshops to include a session on 'Enhancing Farmers' Market Leadership'. In response to the requests of the producers that approached us directly, of the Farmers' Market Federation of New York State and the attendees of the Farmers' Market Information Days 2007, we have developed this publication to address some of the questions and concerns that Farmers Market leaders face. The information contained in this article is intended for general discussion by New York State Farmers Market leaders, managers and vendors. Nothing in this publication is intended as legal or financial advice. Readers should consult with their own legal or financial advisors to insure that the organizational choices they make best fit their individual or group needs